Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-1

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-2

Tell who managers are.

Explain why managers are important to organizations

Tell where managers work

Describe the functions, roles, and skills of managers

Describe the factors that are reshaping and redefining the managers job

Explain the value of studying management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-3

Who Are Managers?

Manager

Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-4

Why are Managers Important?

Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times.

Managerial skills and abilities are critical in getting things done.

The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-5

Classifying Managers

First-line Managers - Individuals who manage the work of non-managerial employees.

Middle Managers - Individuals who manage the work of first-line managers.

Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-6

Exhibit 1-1: Levels of Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-7

Where Do Managers Work?

Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)

Are composed of people

Have a deliberate structure

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-8

Exhibit 1-2: Characteristics of Organizations

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-9

What Do Managers Do?

Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-10

Effectiveness and Efficiency

Efficiency

Doing things right

Getting the most output for the least inputs

Effectiveness

Doing the right things

Attaining organizational goals

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-11

Exhibit 1-3: Efficiency and Effectivenessin Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-12

Management Functions

Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.

Organizing - Arranging and structuring work to accomplish organizational goals.

Leading - Working with and through people to accomplish goals.

Controlling - Monitoring, comparing, and correcting work.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-13

Exhibit 1-4: Four Functions of Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-14

Management Roles

Roles are specific actions or behaviors expected of a manager.

Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-15

Management Roles

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator, spokesperson

Decisional roles

Entrepreneur, disturbance handler, resource allocator, negotiator

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-16

Exhibit 1-5: Mintzbergs Managerial Roles

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-17

Skills Managers Need

Technical skills

Job-specific knowledge and techniques needed to proficiently perform work tasks

Human skills

The ability to work well with other people individually and in a group

Conceptual skills

The ability to think and conceptualize about abstract and complex situations concerning the organization

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-18

Exhibit 1-6: Skills Needed at DifferentManagerial Levels

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-19

Exhibit 1-7: Changes Facing Managers

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-20

The Importance of Customers

Customers: the reason that organizations exist

Managing customer relationships is the responsibility of all managers and employees.

Consistent high quality customer service is essential for survival.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-21

The Importance of Innovation

Innovation

Doing things differently, exploring new territory, and taking risks.

Managers should encourage employees to be aware of and act on opportunities for innovation.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-22

Why Study Management?

Universality of Management

The reality that management is needed

in all types and sizes of organizations

at all organizational levels

in all organizational areas

in all organizations, regardless of location

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-23

Exhibit 1-9: Universal Need for Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-24

Why Study Management?

The Reality of Work

Employees either manage or are managed

Rewards and challenges of being a manager

Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewards for their efforts.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-25

Exhibit 1-10: Rewards and Challenges of Being a Manager

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-26

Terms to Know

management roles

interpersonal roles

informational roles

decisional roles

technical skills

human skills

conceptual skills

organization

universality of management

manager

first-line managers

middle managers

top managers

management

efficiency

effectiveness

planning

organizing

leading

controlling

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter 2012 Pearson Education, Inc. publishing as Prentice Hall 1-27

PREPARING FOR: Exams

1. Explain why managers are important to organizations.

2. Tell who managers are and where they work.

3. List the functions, roles, and skills of managers.

4. List and explain the factors that are reshaping and redefining the managers job.

5. Explain the value of studying management.